Southwest Airlines BSC

1. Southwest Airlines BSC Jasmine Scott Brittany Murray Angelo Gonzalez Pebbles Gilbert Jennifer Katzman HBS Case Study – 9-910-419

2. Balanced Scorecard Brand Loyalty Fast Turnaround Maintaining Lowest Price Offerings Providing Meals Business Select More Travel Options Quality Customer Service

3. Southwest Airlines Strategy Map Mission: To retain the competitive edge of SWA in terms of its culture, employees and low cost strategy Vision: Should SWA change the strategy to acquire slots and gates and add business select seats Measurements Leading Indicators –LaGuardia customers are given the option of “Business Select” Lagging –possibly prevent fast turnaround time Customer To achieve our focus on Quality, Safety & Value, how should we appear to our internal & external customers? We will pursue our mission and vision through a focus on Quality, Safety and Value Quality Service Customer Location Superiority Management Excellence Organization ‘s Competitive Advantage • C1 Quality Affairs • 10min Fast turnaround • Meal Options C 2 More travel options Business Select More connectivity and reach • C3 Customer Value • Customer Care P2 Provide fast, smooth, easy Travel time P1 True employees, customers, and stakeholders to strengthen Brand Loyalty Measurements Leading – can SWA keep brand loyalty with customers regardless of LaGuardia's traffic? Lagging – How many customers will leave SWA overtime due to LaGuardia's traffic? Internal Processes To satisfy our customers, at which operational & quality processes must we excel? P6 Optimize scheduling & productivity Institution’s Core Operations P5 Strategic & Innovative corresponding processes to successfully achieve developments P4 Create a friendly environment by offering customers options of a snack or meal P7 Excel in efficient & effective operations P3 Capital investment emphasis in technology & facilities to support operational, scheduling & financial objectives – ROI analysis Measurements Leading - Can new SWA employees adapt to the culture? Lagging – How many employees have been terminated? Learning & Growth How will we sustain our ability to change and improve as a system Company’s provision of service to customers before, during and after a flight experience. Intercultural Adequacy L2 Uphold the Company’s mission & vision to mold a superior environment for staff & customers. L3 Hire Friendly, and bubbly employees with diverse morals and values L3 Engage in Cross Training and promote employees from within instead of out sourcing. L4 Engage staff from other locations and bring them at LaGuardia for success Measurements Leading – Can our ROI at gaining this slot at LaGuardia exceed the amount invested? Lagging – How much will operating costs effect financial gain? Financial To financially sustain our Mission, on what must we focus? F1 Accomplish a 22% ROI to endure our Mission and achieve our Vision *F2 Cultivate implementations to exceed customers expectations!! Profitable Endurance F3 Maximize on profit by lowering operating cost and operating cost. Also providing meals will help to generate Revenue. F5 Capture earned revenue F4 Use innovative strategic plans to strengthen customer & staff relations